DOCSLIB.ORG

View Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
View Annual Report CONNECTING COMMUNITIES Annual Report and Accounts 2013 BALFouR BEAttY AnnuAL REPORT AND Accounts 2013 inteRActiVE PDF The functionality of this PDF is outlined below. Please note that tablet and mobile users will experience a reduced functionality. Key: Front cover Previous page Next page Previous view Main contents page Go online balfourbeatty.com/ar2013 Balfour Beatty Annual Report and Accounts 2013 balfourbeatty.com/ar2013 Balfour Beatty is an international infrastructure group that delivers world class services essential to the development, creation and care of infrastructure assets; from finance and development, through design and project management to construction and maintenance; either alone or in partnership and by integrating local supply chains. CONTENTS FINANCIAL PERFORMANCE Strategic Report Group revenue Pre-tax profit1 IFC Financial Performance IFC Financial Summary 01 Chairman’s Review 02 Our Group at a Glance +1% –32% 04 Chief Executive’s Report 2013 £8,745m 2013 £187m 06 Business Model 2012 £8,656m 2012 £277m 08 Market Overview 10 Our Strategic Objectives & KPIs 2011 £8,654m 2011 £292m 12 Strategic Objectives 20 Principal Risks Underlying earnings per share1 Dividends per share 24 Chief Financial Officer’s Review 28 Performance Review 36 Directors’ Valuation of PPP Concessions –37% 14.1p 38 The Way We Work 2013 20.0p 2013 14.1p Governance 2012 31.7p 2012 14.1p 44 Chairman’s Introduction 2011 31.2p 2011 13.8p 46 Board of Directors 48 Directors’ Report 68 Remuneration Report FINANcial SUmmarY (£m unless otherwise specified) 2013 2012 Change (%) Financial Statements Revenue including joint ventures and associates 10,118 9,966 2 86 Independent Auditor’s Report Group revenue 8,745 8,656 1 88 Financial Statements Profit from continuing operations 98 Notes to the Financial Statements – underlying1 203 284 (29) Other Information – reported 48 154 (69) 158 Unaudited Group Five-Year Pre-tax profit from continuing operations Summary – underlying1 187 277 (32) 159 Shareholder Information – reported 32 147 (78) Earnings per share from continuing operations – underlying1 20.0p 31.7p (37) – basic 2.5p 17.9p (86) Dividends per share 14.1p 14.1p – Financing – net cash borrowings before PPP subsidiaries (non-recourse) (66) 35 – net borrowings of PPP subsidiaries (non-recourse) (354) (368) KEY TO FURTHER CONTENT: 1 From continuing operations, before non-underlying items. 2012 restated in accordance with Note 38 on page 145. Read more on p00 Read more online balfourbeatty.com/ar2013 Group KPIs p10 1 top-flight experience in change management and a strong business CH AIRMAN’S to business client focus honed in an international environment. Two non-executive Directors retired R EVIEW from the Board during the year: Hubertus Krossa, following the decision to divest the 2013 was a challenging year for Balfour Beatty, Group’s Mainland European rail operations; and Mike Donovan having served eight with a disappointing 37% decline in earnings years on the Board, including as chair of per share as the result the Business Practices Committee. We thank both for their valued contributions. • Operational issues within the UK Construction At the end of the year, we also said goodbye to Robert van Cleave, CEO business have been actively addressed. of Construction Services US and to Mike Peasland, previous CEO of our UK construction business. I would like to • Profitable order book growth in the recovering wish both all the best for their retirements US and UK infrastructure markets is the overriding and thank them for all their efforts within priority for 2014. the business. Employees and safety Our employees have worked tirelessly throughout the year to meet our clients’ expectations. The Board thanks them for their personal commitment. Despite Secondly, the profitable Australian overall measures of accident and injury professional services business had levels continuing to improve, five to cope with the need to significantly employees of subcontractors lost downsize its operations, given the rapid their lives during the year whilst on duty. collapse in local resources and mining This is a matter of huge regret to everyone related investment. Operating costs, involved; every incident has been including headcount, have been exhaustively investigated to determine aggressively reduced. Every effort has whether changes to our processes been made to retain essential capabilities or procedures can reduce future risk. to benefit when sector reinvestment The way we work p38 progressively occurs, albeit this will inevitably take some time. Ongoing priorities Despite short term earnings declines, The majority of the Parsons Brinckerhoff the Board is proposing to hold the final Revenue from continuing operations worldwide business, the US construction dividend of 8.5 pence per share (2012: including joint ventures and associates business and Support Services all 8.5 pence), resulting in an unchanged increased by 2% in the year to performed broadly in line with expectations. £10,118 million. Underlying pre-tax profits full-year dividend of 14.1 pence. The Infrastructure Investments division of £187 million were down 32%, most of It is right that recent challenges allied had an excellent year, successfully which occurred in the first half of the year. to recovery potential in our two largest recycling capital in line with its long term The full-year underlying EPS declined markets will impact on our operational strategy, and generating £82 million by 37%. The year-end order book was focus in 2014. The main priority is to profits on the sale of mature PFI assets broadly flat at £13.4 billion. recommence profitable order book growth in the process; this outcome was ahead in recovering US and UK infrastructure Most parts of the Group delivered of expectation and £45 million above markets, where the Group’s largest acceptable operating results in still highly Directors’ valuation. competitive infrastructure markets; businesses are based. Expansion into however the year presented two particular Chief Executive’s Report p4 new and emerging markets will be limited for the immediate future. Although the challenges. In April, it was announced Year-end net debt was £66 million, albeit Group’s balance sheet remains strong, that the UK construction business would the operating cash outflow of £162 million with sources of funding now well deliver substantially lower profits. This during the year was disappointing, diversified, improving underlying arose from a combination of order book not helped by first half issues within cash generation is also a key priority. and margin contraction in both the Major Construction Services UK. Projects and the Regional business; but Discretionary investment beyond was not helped by a major consolidation Board the ongoing recycling of PPP capital and reorganisation project being There were a number of Board changes proceeds will be deliberately prioritised implemented at the beginning of during the year, it was announced in to ensure that this is achieved. the year, with an erosion of operating January 2013 that Ian Tyler would step management’s focus as a result. Since down as Chief Executive at the end of that time, major changes have been March 2013, and that Andrew McNaughton made to improve operational delivery would be appointed to succeed him. and also ongoing profitable work winning Belinda Richards and Bill Thomas joined capability, including a number of new the Board as non-executive Directors divisional management appointments. with effect from 1 September 2013. Steve Marshall Second half profitability has improved In combination, they bring to the Board Chairman materially as a result. Balfour Beatty Annual Report and Accounts 2013 balfourbeatty.com/ar2013 2 PROFessionAL OUR GROUP SERVices Our Professional Services business is a global player in design, planning and AT A GLANCE programme management and a market leader in transportation and power. Our four businesses draw on more than 100 What we do years of experience to deliver the highest levels • Programme and project management of quality, safety and technical expertise to our • Construction management clients, principally in the UK and the US, with • Project design developing businesses in Australia, Canada, • Technical services the Middle East and South East Asia. • Planning • Consultancy With proven expertise in delivering infrastructure critical to Key highlights support communities and society today and in the future, • Order book increases in the US and our key market sectors focus on: Middle East offset by the impact of Australia and minor movement in Infrastructure Complex buildings the UK business • Transportation • Commercial • Profitability impacted by significantly lower volumes in Australia (roads, rail and aviation) • Social • Ongoing strength in core US • Power and energy transportation and market development • Water in key markets including Middle East and Canada expected in 2014. Business Model p6 Professional Services p28 £10 billion Revenue2 generated 2 Revenue this year 16% by region total revenue2 UK £4,607m North America £3,921m Rest of World £1,590m £1,533m Order book £1,661m 2 40,000 Revenue Employees worldwide £54m Profit from operations1 1 From continuing operations before non-underlying items. 2 From continuing operations including joint ventures and associates. Balfour Beatty Annual Report and Accounts 2013 balfourbeatty.com/ar2013 3 ConstRuction SUPPORT INFRAstRuctuRE SERVices SERVices INVestments We manage strong construction Our
Load more

Recommended publications
  • City-REDI Policy Briefing Series
    City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK.
    [Show full text]
  • Tussell Clients Receive Bespoke Research on Companies of Interest - Sign up for a Free Trial to find out More
    Strategic Suppliers 2018 in Review Want to receive more market updates on the most important suppliers to government? Tussell clients receive bespoke research on companies of interest - sign up for a free trial to find out more: Data as at: 05 February 2019 Strategic Suppliers are defined by the Cabinet O!ce as: "Those suppliers with contracts across a number of Departments whose revenue from Government according to Government data exceeds £100m per annum and/or who are deemed significant suppliers to Government in their sector." For more information, see this information from the Crown Commerical Service and the Cabinet O!ce: https://www.gov.uk/government/publications/strategic-suppliers This analysis includes any subsidiaries, a!lliates and joint ventures of the companies mentioned. A list of these entitites is available on request. This data is derived from public sector information (a) licensed for use by the UK Government under the Open Government Licence v3.0 and/or (b) from the EU Tenders Electronic Daily website licenced for re-use by the European Commission. This information remains the copyright of the UK Government and European Commission respectively. Strategic Suppliers - Overview The Cabinet O!ce designates 30 companies as 'Strategic Suppliers' to Government. These firms are deemed so important to the delivery of essential public services that the Government's relationship with them is managed centrally by 'Crown Representatives'. 2018 was a turbulent year for some Strategic Suppliers. Starting with the collapse of Carillion in the beginning of the year and continuing with mounting stock market pressure on several others. This culminated with the re-capitalisation of Interserve on February 5th 2019.
    [Show full text]
  • Kier Group Annual Report and Accounts for the Year
    KIER G Kier Group plc CONTENTS Tempsford Hall, Sandy Bedfordshire SG19 2BD ro 01 Group highlights 40 Financial statements 83 Company balance sheet UP 02 Chairman’s statement 41 Directors’ report 84 Notes to the Company financial Tel: 01767 640111 P 04 42 Chief executive’s review Corporate governance statement statements L Fax: 01767 640002 C 27 Corporate responsibility 45 Directors’ remuneration report 86 Principal operating subsidiaries 34 Financial review 50 Statement of directors’ responsibilities and business units www.kier.co.uk A NN 37 Business risks 51 Independent auditors’ report to the 87 Principal joint arrangements and U 38 Board members members of Kier Group plc joint ventures AL 52 88 Consolidated income statement Financial record RE 53 Consolidated statement of ibc Corporate information P ort recognised income and expense 54 Consolidated balance sheet AN 55 Consolidated cash flow statement D 56 Notes to the consolidated financial acco statements U NTS 2008 For the latest information on Kier Group plc, visit our website: www.kier.co.uk Homepage Investor relations www.kier.co.uk www.kier.co.uk/ir Corporate responsibility Total solutions www.kier.co.uk/responsibility www.kier.co.uk/total_solutions Annual Report UNITED KINGDOM SUPREME COURT, PARLIAMENT SQUARE, LONDON AND accounts INTEGRATED EXCELLENCE Good progress has been made by Kier Group on the renovation of the Middlesex Guildhall in 2008 INDIVIDUAL FLAIR Parliament Square, London, to deliver the new United Kingdom Supreme Court for the Ministry of Justice in 2009. The project is spearheaded by Kier KIER GROUP PLC Property, Kier’s development arm, and its historic building refurbishment specialist, Wallis, is acting as main contractor.
    [Show full text]
  • The IMS Talent Challenge CEO Reward Analysis Contents
    Acolyte Presents CEO REWARD & REMUNERATION IN THE CONSTRUCTION SECTOR Talent Insight Hub – Salary Benchmarking 2020 1.0 The IMS Talent Challenge CEO Reward Analysis Contents 1.0 PROJECT BACKGROUND 3 2.0 EXECUTIVE SUMMARY 5 3.0 APPROACH 8 4.0 CEO REWARDS IN THE UK CONSTRUCTION MARKET 10 5.0 CEO REWARDS IN THE GLOBAL CONSTRUCTION MARKET 15 6.0 CEO REWARDS IN SIMILAR SIZED COMPANIES 20 7.0 APPENDICES 25 6.1 Remuneration Data 26 6.2 UK Company Profiles 30 6.3 Global Company Profiles 41 6.4 Similar Sized Company Profiles 52 8.0 ABOUT ACOLYTE 63 1.0 Project Background CEO Reward Analysis Project Background PROJECT BACKGROUND With CEOs of the ten largest construction companies in the UK taking home circa £25m between them last year, how does their compensation compare to CEOs of globally leading construction companies and CEOs of similar sized firms in other sectors? The competitive nature of operating in the construction market can create an inflationary pressure on rewards paid to executives. There is a balancing act between aligning a company's success with their CEO’s remuneration (i.e. bonus, stock options etc.) and ensuring that the base salary is competitive enough to attract strong leadership talent. To address this challenge, this whitepaper examines the rewards paid to the CEOs of top ten UK construction companies in the context of both CEO rewards in the the top ten global construction firms and the remuneration earned by CEOs in ten companies of a similar scale across different sectors in the UK.
    [Show full text]
  • We Work for You
    We work for you Annual Report and Accounts 2012 Overview | Performance Highlights and Financial Summary Performance Highlights Pre-tax profit1 Underlying earnings per share1 Dividends per share − 7% −1% +2% 2012 £310m 2012 35.0p 2012 14.1p 2011 £334m 2011 35.5p 2011 13.8p 2010 £306m 2010 32.7p 2010 12.7p Financial Summary (£m unless otherwise specified) 2012 2011 Change (%) Revenue including joint ventures and associates 10,896 11,035 (1) Group revenue 9,483 9,494 – Profit from continuing operations – underlying1 309 331 (7) – reported 74 243 (70) Pre-tax profit from continuing operations – underlying1 310 334 (7) – reported 75 246 (70) Earnings per share from continuing operations – underlying1 35.0p 35.5p (1) – basic 6.5p 26.7p (76) Dividends per share 14.1p 13.8p 2 Financing – net cash before PPP subsidiaries (non-recourse) 35 340 – net borrowings of PPP subsidiaries (non-recourse) (368) (332) 1 From continuing operations, before non-underlying items. Balfour Beatty differentiates itself through strong local businesses, global sector expertise and end-to-end capabilities including the ability to develop and finance. Ian Tyler Chief Executive Go online to watch our film www.balfourbeatty.com/ AR2012 We work Day in, day out around the world, Balfour Beatty teams are working with their clients and partners to fund, design, Overview deliver, operate and maintain infrastructure efficiently and safely. For you For everyone. Our business is creating the infrastructure assets that help communities, society and nations to live, thrive and grow. For the future We are focused on geographical regions and key market sectors that will enable us to prosper today and grow sustainably for years to come.
    [Show full text]
  • Marketplace Sponsorship Opportunities Information Pack 2017
    MarketPlace Sponsorship Opportunities Information Pack 2017 www.airmic.com/marketplace £ Sponsorship 950 plus VAT Annual Conference Website * 1 complimentary delegate pass for Monday www.airmic.com/marketplace only (worth £695)* A designated web page on the MarketPlace Advanced notification of the exhibition floor plan section of the website which will include your logo, contact details and opportunity to upload 20% discount off delegate places any PDF service information documents Advanced notification to book on-site meeting rooms Airmic Dinner Logo on conference banner Advanced notification to buy tickets for the Annual Dinner, 12th December 2017 Logo in conference brochure Access to pre-dinner hospitality tables Opportunity to receive venue branding opportunities Additional Opportunities * This discount is only valid for someone who have never attended an Airmic Conference Airmic can post updates/events for you on before Linked in/Twitter ERM Forum Opportunity to submit articles on technical subjects in Airmic News (subject to editor’s discretion) Opportunity to purchase a table stand at the ERM Forum Opportunity to promote MP content online via @ Airmic Twitter or the Airmic Linked In Group About Airmic Membership Airmic has a membership of about 1200 from about 480 companies. It represents the Insurance buyers for about 70% of the FTSE 100, as well as a very substantial representation in the mid-250 and other smaller companies. Membership continues to grow, and retention remains at 90%. Airmic members’ controls about £5 billion of annual insurance premium spend. A further £2 billion of premium spend is allocated to captive insurance companies within member organisations. Additionally, members are responsible for the payment of insurance claims from their business finances to the value of at least £2 billion per year.
    [Show full text]
  • IN the HIGH COURT of JUSTICE QUEEN’S BENCH DIVISION CONSTRUCTION INDUSTRY VETTING INFORMATION GROUP LITIGATION Amended Pursuant to an Order of 29 November 2013
    Claims listed in the CIVIG Group Register IN THE HIGH COURT OF JUSTICE QUEEN’S BENCH DIVISION CONSTRUCTION INDUSTRY VETTING INFORMATION GROUP LITIGATION Amended Pursuant to an Order of 29 November 2013 BETWEEN: VARIOUS CLAIMANTS (as listed in the attached Schedule CIVIG Group Register) Claimants - and - VARIOUS DEFENDANTS (as listed in the attached Schedule CIVIG Group Register) Defendants _________________________________________________ RE-AMENDED GENERIC PARTICULARS OF CLAIM __________________________________________________ These Re-Amended Generic Particulars of Claim are intended to be read in conjunction with the (Amended) Claimant Specific Particulars of Claim and Schedules of Loss. PARTIES 1 The Claimants are individuals who work or have worked in the construction industry. Further details in relation to each Claimant are to be found in (Amended) Claimant Specific Particulars of Claim. In these Re-Amended Generic Particulars of Claim and in the (Amended) Claimant Specific Particulars of Claim, unless otherwise specified, all references to the employment or engagement of any Claimant or other construction worker are intended to include work on the basis of any “employment” status, including employment, self-employment, ‘false’ self-employment and engagement via an agency, sub-contractor or other tripartite arrangement. All references to ‘employment’, ‘work’, ‘recruitment’, ‘engagement ’, ‘job’ or related or similar terms should be construed accordingly. 1 The Defendants are (a) companies (both known and as yet unidentified) which operated in the construction industry at all relevant times and were members of the Services Group of the Economic League (“SGEL Defendants”) and/or the Consulting Association (“CA Defendants”) and 1 (b) individuals who were officers and/or employees of such companies at the relevant times and represented the companies in relation to the Services Group of the Economic League (“the Services Group”) or the Consulting Association and/or who acted as officers of the Services Group and/or the Consulting Association.
    [Show full text]
  • Blacklisting: Anatomy of a Scandal Relations Labour
    CRI Industry practice Industry practice Blacklisting: anatomy of a scandal Labour relations The blacklisting scandal that erupted in 2009 is only now coming to a head. In April a decision is expected on whether four separate lawsuits against the UK’s largest contractors can be combined into one – lawsuits that together could be worth hundreds of millions pounds. Separately, the contractors’ attempt to limit their liability with a compensation scheme foundered in February amid acrimonious talks with representatives of the blacklisted workers. As the battle lines continue to form, David Rogers interviewed the whistleblowers to uncover how the scandal came to light. Here he explains what it means, what happens next, and asks what it is about the UK construction industry that gave rise to blacklisting in the first place For 40 years and more it had been rumoured that employers in In most cases, it was the board director in charge of HR. Nobody the British construction industry maintained and shared a list of else in the subscriber company could be called. As Kerr later told people to be kept off their sites. The evidence was plentiful, but it a parliamentary select committee: “Everybody recognised that this was anecdotal and circumstantial. In any case, some people were was secret, sensitive information.” known to be troublemakers. Construction is a big industry but What follows is the story of how the blacklist came to light, a closed world, and word gets around. Just because some people the way it operated, and what happened after its existence was couldn’t get a job no matter how many hundreds they applied for, exposed.
    [Show full text]
  • Kier Group Plc (The “Company”) Convened Pursuant to the Notice of General Meeting Set out at the End of This Document
    THIS DOCUMENT AND ANY ACCOMPANYING DOCUMENTS ARE IMPORTANT AND REQUIRE YOUR IMMEDIATE ATTENTION. If you are in any doubt as to what action you should take, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank, solicitor, accountant, fund manager or other appropriate independent financial adviser, who is authorised under the Financial Services and Markets Act 2000 (the “FSMA”) if you are resident in the United Kingdom or, if not, from another appropriately authorised independent financial adviser. This document comprises a circular prepared in accordance with the Listing Rules made under section 73A of the FSMA for the purposes of the General Meeting of Kier Group plc (the “Company”) convened pursuant to the Notice of General Meeting set out at the end of this document. This circular has been approved by the FCA in accordance with section 87A of the FSMA and will be made available to the public. This document does not constitute or form part of any offer or invitation to purchase, otherwise acquire, subscribe for, sell, otherwise dispose of or issue, or any solicitation of any offer to sell, otherwise dispose of, issue, purchase, otherwise acquire or subscribe for, any security. This document together with the documents incorporated into it by reference (as set out in Part VII of this document) will be made available to the public in accordance with Prospectus Regulation Rule 3.2.1 by the same being made available, free of charge, at www.kier.co.uk and at the Company’s registered office at 81 Fountain Street, Manchester, England M2 2EE.
    [Show full text]
  • Independent Auditor's Report to the Members of Kier Group
    Independent auditor’s report to the members of Kier Group plc Report on the financial statements What we have audited Our opinion Kier Group plc’s financial statements comprise: In our opinion: • The Consolidated balance sheet as at 30 June 2015; • Kier Group plc’s Group financial statements and parent • The Company balance sheet as at 30 June 2015; company financial statements (‘the financial statements’) give • The Consolidated income statement and Consolidated a true and fair view of the state of the Group’s and of the parent statement of comprehensive income for the year then ended; company’s affairs as at 30 June 2015 and of the Group’s profit • The Consolidated cash flow statement for the year then ended; and cash flows for the year then ended; • The Consolidated statement of changes in equity for the year • The Group financial statements have been properly prepared in then ended; and accordance with International Financial Reporting Standards • The notes to the financial statements, which include a summary (‘IFRSs’) as adopted by the European Union; of significant accounting policies and other explanatory information. • The parent company financial statements have been properly The financial reporting framework that has been applied in the prepared in accordance with United Kingdom Generally preparation of the Group financial statements is applicable law and Accepted Accounting Practice; and IFRSs as adopted by the European Union. The financial reporting • The financial statements have been prepared in accordance framework that has been applied in the preparation of the parent with the requirements of the Companies Act 2006 and, as company financial statements is applicable law and United regards the Group financial statements, Article 4 of the Kingdom Accounting Standards (United Kingdom Generally IAS Regulation.
    [Show full text]
  • FTSE Factsheet
    FTSE COMPANY REPORT Share price analysis relative to sector and index performance CRH CRH Construction & Materials — GBP 28.81 at close 03 August 2020 Absolute Relative to FTSE UK All-Share Sector Relative to FTSE UK All-Share Index PERFORMANCE 03-Aug-2020 03-Aug-2020 03-Aug-2020 35 105 140 1D WTD MTD YTD Absolute 4.2 4.2 4.2 -5.3 130 Rel.Sector 1.0 1.0 1.0 8.5 Rel.Market 2.1 2.1 2.1 18.7 30 100 120 VALUATION 25 95 110 Trailing RelativePrice RelativePrice 100 PE 12.3 Absolute(localPrice currency) 20 90 EV/EBITDA 7.4 90 PB 1.4 PCF 6.7 15 85 80 Div Yield 2.7 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Price/Sales 0.9 Absolute Price 4-wk mov.avg. 13-wk mov.avg. Relative Price 4-wk mov.avg. 13-wk mov.avg. Relative Price 4-wk mov.avg. 13-wk mov.avg. Net Debt/Equity 0.6 90 90 90 Div Payout 33.9 80 80 80 ROE 11.7 70 70 70 Share Index) Share Share Sector) Share - 60 - 60 60 DESCRIPTION 50 50 50 The Company is a global building materials group 40 40 40 RSI RSI (Absolute) 30 30 30 20 20 20 RSI (Relative to FTSE UKFTSE All to RSI (Relative RSI (Relative to FTSE UKFTSE All to RSI (Relative 10 10 10 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Aug-2019 Nov-2019 Feb-2020 May-2020 Aug-2020 Past performance is no guarantee of future results.
    [Show full text]
  • Counter-Subversion, Deep Dissent and the Logic of Political Policing Connor Woodman December 2018 About the Author
    Spycops in context: Counter-subversion, deep dissent and the logic of political policing Connor Woodman December 2018 About the author Connor Woodman is the 2017/18 Barry Amiel & Norman Melburn Trust Research Fellow, hosted by the Centre for Crime and Justice Studies. Acknowledgments I would like to thank the following people who read earlier drafts and offered useful comments: Koshka Duff, Kat Hadjimatheou, Raphael Schlembach, Eveline Lubbers and Richard Garside. Thank you to Helen Mills for her support and guidance through the entirety of the project, and to Tammy McGloughlin and Neala Hickey for their production work. The Research Fellowship was provided by the Barry Amiel & Norman Melburn Trust. The Trust aims to advance public education, learning and knowledge in all aspects of the philosophy of Marxism, the history of socialism, and the working-class movement: www.amielandmelburn.org.uk. Centre for Crime and Justice Studies 2 Langley Lane, Vauxhall, London SW8 1GB [email protected] www.crimeandjustice.org.uk © Centre for Crime and Justice Studies December 2018 ISBN: 978-1-906003-71-5 Registered charity No. 251588 A company limited by guarantee. Registered in England No. 496821 Cover photo: Black Power demonstration and march, Notting Hill, London, 1970. Credit: The National Archives. www.crimeandjustice.org.uk Contents Foreword ............................................................................ 1 Introduction ........................................................................ 2 Counter-subversion: protecting
    [Show full text]